Chp- 7- Process Management

8/11/2019 Chp- 7- Process Management

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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson Learning TM 1

Chapter 7Process Management


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Wisdom from Texas Instruments

Unless you change the process, why wouldyou expect the results to change


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Scope of Process Management

Process Management : planning andadministering the activities design ,control , and improvement necessary toachieve a high level of performance

Four types of key processes Design processes Production/delivery processes Support processes Supplier processes


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AT&T ProcessManagement Principles

Focus on end-to-end process Mindset of prevention and continuous

improvement Everyone manages a process at some level

and is a customer and a supplier

Customer needs drive the process Corrective action focuses on root cause Process simplification reduces errors


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Control vs. Improvement

Controlledprocess

Improvement

Time

New zoneof control

Out-of-control


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Leading Practices (1 of 2)

Translate customer requirements and internalcapabilities into product and service designrequirements early in the process

Ensure that quality is built into products and servicesand use appropriate tools during development

Manage product development process to enhance

communication, reduce time, and ensure quality Define, document, and manage important

production/delivery and support processes


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Product Development Process

Ideageneration

Conceptdevelopment

Product &process design

Full-scaleproduction

Productintroduction

Marketevaluation


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Quality Engineering

System Design Functional performance

Parameter Design Nominal dimensions

Tolerance Design Tolerances


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Loss Functions

loss lossno loss

nominaltolerance

loss loss

TraditionalView

Taguchis View


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Taguchi Loss Function Calculations

L(x) = k(x - T) 2

Example : Specification = .500 .020 Failure outside of the tolerance range costs $50to repair. Thus, 50 = k(.020) 2. Solving for k

yields k = 125,000. The loss function is:

L(x) = 125,000(x - .500)2

Expected loss = k( 2 + D 2 ) where D is the deviation from the target.


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Taguchi Loss Function CalculationsThe equation used to describe the loss function of one unit of product: L = k(y-m)^2\qquadWhere:

L = Loss in Dollars y = Output Valuem = Target Value of Outputk = Proportionality ConstantThe proportionality constant (k) for nominal-the-best characteristics canbe defined as:

k = \frac {A_0} {\Delta_0^2}Where:

A0 = Consumer Loss (in Dollars) 0 = Maximum Deviation from Target Allowed by Consumer


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Design Objectives

Cost, Manufacturability, Quality,Public Concerns

Tools and Approaches Design for Manufacturability

Design for Environment


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Streamlining Product Development

Competitive need for rapid productdevelopment

Concurrent engineering - a process inwhich all major functions involved with

bringing a product to market arecontinuously involved with the product

development from conception throughsales Design reviews


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House of Quality

Technical requirements

Voice ofthe

customer

Relationshipmatrix

Technical requirementpriorities

Customerrequirement

priorities

Competitiveevaluation

Interrelationships


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Quality Function Deployment

technicalrequirements

component

characteristicsprocess

operations quality plan


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Motorolas Approachto Process Design

1. Identify the product or service2. Identify the customer

3. Identify the supplier4. Identify the process5. Mistake-proof the process6. Develop measurements and control, and

improvement goals.


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Evaluating a Process Are steps arranged in logical sequence? Do all steps add value? Can some be eliminated

or added? Can some be combined? Should some be reordered?

Are capacities in balance? What skills, equipment, and tools are required ateach step?

At which points might errors occur and how can

they be corrected? At which points should quality be measured? What procedures should employees follow where

customer interaction occurs?


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Basic Components of Services

Physical facilities, processes, and procedures

Employee behavior Employee professional

judgment


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Key Service Dimensions

Customer contact and interaction

Labor intensity

Customization


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Control

The continuing process of evaluating process performance and taking corrective action whennecessary

Components of control systems Standard or goal Means of measuring accomplishment Comparison of results with the standard as a basis

for corrective action

A well-controlled system is predictable


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After Action Review

1. What was supposed to happen?2. What actually happened?3. Why was there a difference?4. What can we learn?


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Supplier and Partnering Processes

Recognize the strategic importance ofsuppliers

Develop win-win relationships through partnerships

Establish trust through openness andhonesty


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Supplier Certification Systems

Certified supplier one that, afterextensive investigation, is found tosupply material of such quality thatroutine testing on each lot received isunnecessary


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Process Improvement

Productivity improvement Work simplification

Planned methods change

Kaizen Stretch goals Benchmarking Reengineering

TraditionalIndustrial

Engineering

New approaches from

the total qualitymovement


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Kaizen

Gradual and orderly continuousimprovement

Minimal financial investment Involvement of all employees

Exploit the knowledge and experienceof workers


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Breakthrough Improvement

Discontinuous change resulting from innovativeand creative thinking

Benchmarking the search of industry best practices that lead to superior performance Competitive benchmarking Process benchmarking

Strategic benchmarking

Reengineering radical redesign of processes


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THE MANAGEMENT AND CONTROL OF QUALITY 5e 2002 South Western/Thomson Learning TM 32

Process Managementin the Baldrige Award Criteria

The Process Management Category examines the keyaspects of an organizations process management,including customer-focused design, product and service

delivery, key business, and support processes. ThisCategory encompasses all key processes and all workunits.

6.1 Product and Service Processes

a. Design Processes b. Production/Delivery Processes

6.2 Business Processes

6.3 Support Processes

Documents

Chp- 7- Process Management